3. Golf Ball Challenge Objective: The golf ball is to touch everyones hands and end up with the person who started the sequence, in the shortest possible time. Rules: First person is the last person to touch the ball Each person to touch the ball in turn, separately 3 timed goes to see how much you can reduce the process time.

4. Definition What is Lean Construction? Maximising VALUE to you and your clients by Minimising WASTE (NON-VALUE ADDING work) Doing MORE with LESS (less time, less equipment, less effort)

5. Definition What is Continuous Improvement? Engaging with your workforce to constantly achieve incremental steps of Quality & Efficiency Improvement Some of which steps may lead to real Innovation

17. Value Adding Work Operation that changes the product or service, moving it closer to a usable, saleable item 1. It must transform the product or service 2. The customer must be willing to pay for it 3. It must be done correctly the first time Value Adding / Non value Adding

22. Pit Stop Single Minute Exchange of Dies SMED 7 Steps to reducing changeover time using the SMED system: 1. OBSERVE the current methodology 2. Separate the INTERNAL and EXTERNAL activities Internal activities are those that can only be performed when the process is stopped, while External activities can be done while the last batch is being produced, or once the next batch has started. 3. Convert (where possible) Internal activities into External ones. 4. Streamline the remaining Internal activities, by simplifying them - Focus on fixings Its only the last turn of a bolt that tightens it, the rest is just movement. 5. Streamline the External activities, so that they are of a similar scale to the Internal ones Practicality! 6. Document the new procedure, and actions that are yet to be completed. 7. Do it all again: For each iteration of the above process, a 45% improvement in set-up times should be expected, so it may take several iterations to cross the ten minute line.

30. What is Continuous Improvement? Engaging with your workforce to constantly achieve incremental steps of Quality & Efficiency Improvement Some of which steps may lead to real Innovation Continuous Improvement

31. Analyse the current situation, gathering data, and developing ways to make improvements Test alternative methods - establish a pilot process, or try it out with small number of customers Did it work effectively? Establish as the new norm How can we improve next time? PDCA Cycle (Deming Cycle)

39. Expected Employee Behaviour Focus on YOUR customer Own the challenge Believe in your qualities Work Together Think the Unthinkable Plan to exceed your Goals (Targets) Solutions not Problems Challenge if you don't believe Tell it like It Is Enjoy It

40. Roles, Goals & Coaching Mentoring / Coaching

41. 7 Habits of Highly Effective People Stephen Covey 1. Be Proactive 2. Begin with the end in mind 3. Put first things first 4. Think win-win 5. Seek first to understand, then to be understood 6. Synergise 7. Sharpen the saw

42. 1. How to capture the improvement ideas? 2. How to implement the improvement ideas? 3. How to keep the momentum going?

43. Ideas captured at shift changeover meetings, discussed and implemented by scheduling in the changes.

44. Scheduled Improvement / Kaizen Activities

45. Blitz Events

46. Prioritising Improvements

47. Maintaining Momentum 1. Appoint a Champion 2. Train the Champion 3. Support the Champion All successful business initiatives originate or have absolute buy in from the top

48. Apply to the CFW Programme for our FOC support to kick start your activity

49. Thank you

50. Find out how Continuous Improvement tools can help your construction company Learn how Lean Construction can help you improve value and focus on your project delivery process while reducing waste and the resources used Receive expert advice on using Lean Tools and Techniques in the workplace